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institutions (with the election of a Community – Based Organisation that gives thecommunity user rights to the wildlife in the WMA) (Blomley and Iddi 2009).In terms of decision-making power and also the different needs when developing andimplementing REDD activities, conflicting interests are likely to emerge within andamong governmental bodies e.g. ministries and between administrative units such asVillage Councils and District Councils, District Councils and Central Government(Mwakaje, Kahyarara et al. 2010). Vedeld (2002) explains how individuals from forexample different government agencies (e.g. forestry versus wildlife sector) willbehave and act according to their own life modes 33 . Through a REDD policyformation process this can then help to determine and explain the differentstakeholders areas of interests, and the underlying causes behind them.Also individual factors such as the ability to secure and maximize own utility can playa crucial role in the REDD process. Conflicting interests may for example occurbetween politicians who seeks votes and environmental conservationist who seeksenvironmental protection. In fact, during our field trip to the PFM village – Lumango,the former chairman recently had been sacked due to (unpopular) strict environmentalmanagement of their forests.As seen, different stakeholders have different interests. At the moment most of thefocus concerns the funding mechanisms and the funds themselves derived fromREDD. It does however help us to establish a picture about who the stakeholdersreally are. It will therefore be interesting to see if people will be concerned with thesame things in the next few years. Overlapping and conflicting interests areexemplified with WMA‟s versus PFM, where it becomes apparent that coordinatingof policies are crucial in the REDD process. It is therefore important that conflictinginterests are dealt with early on in the process by functional compromising solutionsfor all actors. This is however easier said than done, and by looking at the powerdimensions decision-making processes in Tanzania, there is no such thing as an easy33 In most cultures, one can identify common sets of values and norms that constitute social institutions(structural relationships between individuals and society). People over time grow into society and itsmany institutions, which enable them to act in curtain ways. There is reciprocity between individualsand society; institutions influence people, but people also influence them.125